Management of Organizational Behavior: Utilzing Human Resources

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Used by more than a million people throughout the world, this highly readable book provides a comprehensive examination of the applied behavioral sciences, and focuses on fundamental ideas which have stood the test of years of application in academic, business, not-for-profit and administrative environments. Builds on the concepts and techniques of two important applied behavioral science approaches: Situational Leadership and One Minute Management. Highlights many real world examples not only from the business world but also from fields such as nursing, education, athletic administration, and communications.

Preface

xxiii

Management: An Applied Behavioral Sciences Approach

1

(23)

Organizations as Sources of Competitive Advantage

3

(1)

Capabilities of Effective Organizations

3

(1)

The Challenges of Leading an Organization

3

(2)

A Look Back

5

(1)

Successful Versus Unsuccessful Sciences

5

(2)

Change

6

(1)

Management Defined

7

(2)

One Distinction between Management and Leadership

7

(1)

Another Distinction between Management and Leadership

7

(1)

Are Leadership and Management Really Necessary?

8

(1)

Are Leaders Born or Made?

9

(1)

Three Competencies of Leadership

9

(1)

Management Process

10

(1)

Skills of a Manager

11

(2)

Emphasis on Human Skills

12

(1)

Organizations as Social Systems

13

(3)

Managerial Roles in a Social System

13

(3)

The Changing Face of Management

16

(1)

Ingredients for Effective Human Skills

17

(3)

Understanding Behavior

17

(1)

Predicting Behavior

17

(1)

Directing, Changing, and Controlling Behavior

18

(1)

Controlling People

18

(1)

A Hammer Won't Always Do the Job

18

(1)

Learning to Apply Behavioral Science Theory

19

(1)

Applied Behavioral Sciences

20

(1)

What Is a Behavioral Scientist?

20

(1)

The Design of This Book

21

(1)

Notes

22

(2)

Motivation and Behavior

24

(40)

Theories of Behavior

24

(8)

Goal-Oriented Behavior

25

(1)

The Causal Sequence

26

(1)

Motives

27

(1)

Goals

27

(1)

Motive Strength

28

(1)

Changes in Motive Strength

28

(4)

Categories of Activities

32

(1)

Motives, Goals, and Activities

33

(3)

Expectancy Theory

36

(1)

Availability

37

(2)

Personality Development

39

(1)

Changing Personality

39

(1)

Hierarchy of Needs

40

(5)

Alderfer's Erg Theory

45

(1)

Motivational Research

46

(15)

Physiological Needs

46

(1)

Safety Needs

46

(2)

Social Needs

48

(2)

Esteem Needs

50

(2)

Self-actualization Needs

52

(4)

Money Motive

56

(2)

Some Recent Thoughts About Money

58

(1)

What Do Workers Want From Their Jobs?

58

(1)

What Do Workers Want?---1949

59

(2)

What Do Workers Want?---Recent Findings

61

(1)

Summary

61

(1)

Notes

62

(2)

Motivating Environment

64

(26)

The Hawthorne Studies

65

(2)

Theory X and Theory y

67

(4)

Informal Work Groups

71

(1)

Increasing Interpersonal Competence

72

(5)

Argyris's Immaturity-Maturity Theory

73

(2)

Theory into Practice

75

(2)

Motivation-Hygiene Theory

77

(7)

Hygiene Factors

78

(1)

Motivators

78

(2)

The Relationship of Herzberg's Theory to Maslow's Theory

80

(1)

Job Enrichment

81

(1)

Example of Job Enrichment

82

(1)

A Problem of Placement

83

(1)

Motivation and Satisfaction

84

(1)

Integration of Four Motivation Theories

84

(2)

Self-Concept and Perception

86

(1)

Attribution Theory

86

(1)

Putting Ideas Together

87

(1)

Summary

88

(1)

Notes

88

(2)

Leadership: An Initial Perspective

90

(30)

Leadership Defined

90

(1)

Leaders as Vision Creators

91

(7)

The SOAR Peak Performance Model

91

(3)

Vision to Results Model

94

(4)

Legacies of the Past

98

(1)

Schools of Organizational Theory

99

(2)

Scientific Management Movement

100

(1)

Human Relations Movement

100

(1)

Trait Approach to Leadership

101

(4)

Negative Leadership Traits

103

(2)

Attitudinal Approaches

105

(11)

Ohio State Leadership Studies

105

(1)

Michigan Leadership Studies

106

(1)

Group Dynamics Studies

107

(1)

Rensis Likert's Management Systems

108

(3)

Theory into Practice

111

(3)

The Leadership Grid

114

(2)

Is There a Best Style of Leadership?

116

(2)

Preview

118

(1)

Notes

118

(2)

Leadership: Situational Approaches

120

(24)

Situational Approaches to Leadership

121

(17)

Tannenbaum-Schmidt Continuum of Leader Behavior

121

(2)

Fiedler's Contingency Model

123

(3)

House-Mitchell Path-Goal Theory

126

(2)

Stinson-Johnson Model

128

(1)

Vroom-Yetton Contingency Model

129

(5)

Hersey-Blanchard Tridimensional Leader Effectiveness Model

134

(4)

What About Consistency?

138

(1)

Attitude Versus Behavior

139

(3)

Summary

142

(1)

Notes

142

(2)

Determining Effectiveness

144

(20)

Management Effectiveness Versus Leadership Effectiveness

144

(1)

Successful Leadership Versus Effective Leadership

145

(4)

What Determines Organizational Effectiveness?

149

(6)

Causal Variables

149

(1)

Intervening Variables

150

(1)

Output, or End Result, Variables

150

(2)

Long-Term Goals versus Short-Term Goals

152

(1)

Organizational Dilemma

152

(3)

Integration of Goals and Effectiveness

155

(2)

Participation and Effectiveness

157

(1)

Management by Objectives

158

(2)

Style and Effectiveness

160

(2)

Notes

162

(2)

Diagnosing the Environment

164

(24)

Environmental Variables

164

(2)

Style Defined

166

(1)

Expectations Defined

166

(1)

Interaction of Style and Expectations

166

(7)

Leader's Style and Expectations

167

(1)

Followers' Styles and Expectations

168

(2)

Supervisor's Style and Expectations

170

(2)

Associates' Styles and Expectations

172

(1)

Organization's Style and Expectations

172

(1)

Organizational Goals

173

(1)

Other Situational Variables

173

(4)

Job Demands

173

(2)

Time

175

(1)

Other Environmental Variables

175

(1)

External Environment

176

(1)

Developing Strategies

177

(5)

Changing Style

177

(2)

Changes in Expectations versus Changes in Style

179

(1)

Team Building: Selection of Key Employees

180

(1)

Changing Situational Variables

181

(1)

Diagnosing the Environment---a Case

182

(4)

Peter Principle Vaccine

185

(1)

How Can Managers Learn to Deal With all These Environmental Variables?